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schnell writes The New York Times Magazine has an in-depth profile of Marissa Mayer's time at the helm of Yahoo!, detailing her bold plans to reinvent the company and spark a Jobs-ian turnaround through building great new products. But some investors are saying that her product focus (to the point of micromanaging) hasn't generated results, and that the company should give up on trying to create the next iPod, merge with AOL to cut costs and focus on the unglamorous core business that it has. Is it time for Yahoo! to "grow up" and set its sights lower?

Back in the dawn of prehistory, only universities, government agencies, and a few big corporations could get on the Internet. The rest of us either had computers connected to nothing (except maybe an electric outlet), Compuserve, Prodigy, AOL or another service or possibly to an online bulletin board service (BBS). And then, one day in 1989, Barry Shein hooked a server and some modems to an Internet node he managed for a corporate/academic wholesale Internet provider -- and started selling dialup accounts for $20 per month to individuals, small companies, and just about anyone else who came along. Barry called his ISP The World, which is still out there with a retro home page ("Page last modified April 27, 2006"), still selling shell accounts. We may run a second interview with Barry next week, so please stay tuned. (Alternate Video Link)

What used to be the 'largest media and distribution company ever' (AOL Time Warner) is now nothing more than a garage of pieces being parceled off to the first available bidder. This might be good for consumers, but recently Time Warner (and Comcast) won awards for consumer hatred."

theodp writes: "We are excited to announce that FWD.us and Hackers/Founders are joining forces to host the 'DEBUG DC' Growthathon on June 21st & June 22nd," reads the blog over at FWD.us, the PAC whose Founders and Major Contributors include current and former CEOs from Facebook, Google, Microsoft, Yahoo, AOL, and LinkedIn. "This is a unique opportunity to push the envelope in online advocacy for immigration reform." The blog entry explains, "The machine of government is wedged, and is in desperate need of debugging. How do we DEBUG DC? Step One: Target critical legislative districts. Step Two: Data mine these districts to find registered voters who are registered Republicans who we think are likely to support immigration reform. Step Three: Growth hack ways to motivate these people to effectively engage their legislators to tell them they want them to call for a vote on immigration reform. Step Four: Measure results. Step Five: Iterate." The Eventbrite invitation for the event includes a call for Data Scientists who are "pissed off about immigration and want to fix it," are "well versed in statistics and data analysis," and can "infer voter sentiment from sparse data." So, how does this jibe with the outrage expressed by the FWD.us supporters' companies over unauthorized government surveillance?

bizwriter (1064470) writes "General Motors put together its take on a George Carlin list of words you can't say. Engineering employees were shown 69 words and phrases that were not to be used in emails, presentations, or memos. They include: defect, defective, safety, safety related, dangerous, bad, and critical. You know, words that the average person, in the context of the millions of cars that GM has recalled, might understand as indicative of underlying problems at the company. Oh, terribly sorry, 'problem' was on the list as well."

pdclarry writes: "Anyone managing email servers or lists has suspected for several weeks a major hack of AOL's servers, based on a sudden spurt in spam ostensibly from AOL email addresses (but actually spoofed) and sent to the contact lists of those AOL accounts. Of course, there is a steady stream of such spam from hacked individual accounts on many services, but the magnitude and suddenness of the most recent spam attack argues against individual account invasions. Well, AOL has finally come clean. Apparently unknown individuals accessed AOL's servers and took screen names, account information including mailing addresses, contact lists, encrypted passwords and encrypted answers to security questions. And possibly credit card information. AOL claims that it affects 'only' 2% of their members, but recommends that everyone change their passwords and security questions."

In N+1 magazine, David Auerbach explains what it was like in the "Chat Wars" of the late '90s, when he was the youngest person on the team developing Microsoft's brand-new messaging app, in the face of America Online's AIM, the 900-pound gorilla in the room. Auerbach explains how he used a network analyzer to fake out AOL's servers into letting Microsoft's client connect to AIM as well.
"AOL could only block Messenger if they could figure out that the user was using Messenger and not AIM. As long as Messenger sent exactly the same protocol messages to the AOL servers, AOL wouldn’t be able to detect that Messenger was an impostor. So I took the AIM client and checked for differences in what it was sending, then changed our client to mimic it once again. They’d switch it up again; they knew their client, and they knew what it was coded to do and what obscure messages it would respond to in what ways. Every day it’d be something new. At one point they threw in a new protocol wrinkle but cleverly excepted users logging on from Microsoft headquarters, so that while all other Messenger users were getting an error message, we were sitting at Microsoft and not getting it. After an hour or two of scratching our heads, we figured it out."
Eventually, though, AOL introduced x86 assembly code into the login protocol, and that not only stymied the MSM team, but led to some interesting warfare of its own. Auerbach's story sheds a lot of light on both good and bad aspects of corporate culture at the start of the 21st century, at Microsoft as well as other companies.

theodp (442580) writes "As Facebook and Google battle to bring the Internet to remote locations, Alicia Levine takes an interesting look at the dual strategy of Zero Rating and Consolidated Use employed by Google's FreeZone and Facebook's 0.facebook.com, websites which offer free access to certain Google and Facebook services via partnerships with mobile operators around the world. By reducing the cost to the user to zero, Levine explains, the tech giants not only get the chance to capture billions of new eyeballs to view ads in emerging markets, they also get the chance to effectively become "The Internet" in those markets. "If I told you that Facebook's strategy was to become the next Prodigy or AOL, you'd take me for crazy," writes Levine. "But, to a certain degree, that's exactly what they're trying to do. In places where zero-rating for Facebook or Google is the key to accessing the Internet, they are the Internet. And people have started to do every normal activity we would do on the Internet through those two portals because it costs them zero. This is consolidated use. If Facebook is my free pass to the Internet, I'm going to try to do every activity possible via Facebook so that it's free." The race to zero presents more than just a business opportunity, adds Levine — it also presents a chance for tech companies to improve lives. And if Google and Facebook fall short on that count, well, at least there's still Wikipedia Zero."

Related to yesterday's story about the NSA, Advocatus Diaboli (1627651) writes with this excerpt from The Guardian: "Rajesh De, the NSA general counsel, said all communications content and associated metadata harvested by the NSA under a 2008 surveillance law occurred with the knowledge of the companies – both for the internet collection program known as Prism and for the so-called 'upstream' collection of communications moving across the Internet. ... nearly all the companies listed as participating in the program – Yahoo, Apple, Google, Microsoft, Facebook and AOL – claimed they did not know about a surveillance practice described as giving NSA vast access to their customers’ data. Some, like Apple, said they had
'never heard' the term Prism. De explained: 'Prism was an internal government term that as the result of leaks became the public term,' De said. 'Collection under this program was a compulsory legal process, that any recipient company would receive.'"

An anonymous reader writes "When we last checked in with Tim Armstrong, the AOL CEO was demonstrating 'Leadership with a Capital L' to employees of the company's Patch local news subsidiary by summarily firing an employee in the middle of a conference call for taking photos. Armstrong continued to serve up tasty material for tech bloggers this past week, blaming $7.1 million in extra expenses from Obamacare, and for $2 million in expenses for 'two AOLers that had distressed babies', for a decision to hold all matching funds for employee 401K programs until the end of each calendar year. After a small firestorm in the press, and a petition from AOL employees unhappy with both the policy change and the way it was presented, Armstrong reversed course, reinstating the per-period match and apologizing for mentioning the individual employee cases (TechCrunch is an AOL subsidiary). Incidentally, Armstrong was originally following in the footsteps of IBM, which made similar changes to its 401K program that went into effect last year."

Major Blud writes "TechCrunch is reporting that Radionomy has purchased both Winamp and Shoutcast from AOL for $5-10 million and a 12% stake in the company. Radionomy CEO Alexandre Saboundjian said, 'We want to rebuild the story for Winamp. We think the future can be great because the strategy is not just desktop but mobile and cars and so much more.'"

Hugh Pickens DOT Com writes "The Guardian reports that while President Obama tried to portray a meeting with tech leaders as a wide-ranging discussion of broader priorities including ways of improving the functionality of the troubled health insurance website Healthcare.gov, senior executives from Apple, Yahoo, Google, Comcast, Facebook, Microsoft, Twitter, and Netflix said they were determined to keep the discussion focused on the NSA. 'We are there to talk about the NSA,' said one executive who was briefed on the company's agenda before the event. After meeting Obama and vice president Joe Biden for two-and-a-half hours, the companies issued a one-line statement. 'We appreciated the opportunity to share directly with the president our principles on government surveillance that we released last week and we urge him to move aggressively on reform.' Many of the senior tech leaders had already made public their demand for sweeping surveillance reforms in an open letter that specifically called for a ban on the kind of bulk data collection that a federal judge ruled on Monday was probably unlawful. Obama seemed sympathetic to the idea of allowing more disclosure of government surveillance requests by technology companies, according to a tech industry official who was briefed on the meeting. Marissa Mayer brought up concerns about the potentially negative impact that could be caused if countries, such as Brazil, move forward with legislation that would require service providers to ensure that data belonging to a citizen of a certain country remain in the country it originates, the official said. That would require technology companies to build data centers in each country — a costly problem for American Internet companies. The decision by the tech giants to press their case in such a public and unified way poses a problem for the White House. The industry is an increasingly influential voice in Washington, a vital part of the US economy and many of its most successful leaders are prominent Democratic political donors."

mrspoonsi writes "BBC reports: Leading global technology firms have called for 'wide-scale changes' to US government surveillance. Eight firms, Google, Apple, Facebook, Twitter, AOL, Microsoft, LinkedIn, and Yahoo, have formed an alliance called Reform Government Surveillance group. The group has written a letter to the US President and Congress arguing that current surveillance practice 'undermines the freedom' of people. It comes after recent leaks detailed the extent of surveillance programs. 'We understand that governments have a duty to protect their citizens. But this summer's revelations highlighted the urgent need to reform government surveillance practices worldwide,' the group said in an open letter published on its website."

New submitter Cid Highwind writes "If you want to download the latest version of Winamp, you'd better do it soon. According to a new banner on the download page, AOL will be pulling the plug on the iconic llama-whipping music player in a month. 'Winamp.com and associated web services will no longer be available past December 20, 2013. Additionally, Winamp Media players will no longer be available for download. Please download the latest version before that date. See release notes for latest improvements to this last release. Thanks for supporting the Winamp community for over 15 years.' Ars Technica ran an article last year detailing how the music player lost its dominance."

Slashdot contributor Bennett Haselton writes
"A recent webinar for newsletter publishers suggested that if you want your emails not to be blocked as 'spam,' you paradoxically have to engage in some practices that contribute to the erosion of users' privacy, including some tactics similar to what many spammers are doing. The consequences aren't disastrous, but besides being a loss for privacy, it's another piece of evidence that free-market forces do not necessarily lead to spam filters that are optimal for end users."
Read on for the rest of Bennett's thoughts.

An anonymous reader writes "AOL is closing or plans to sell nearly half of the 900 'hyperlocal' news websites operated by its money-losing Patch Media subsidiary (TechCrunch is also owned by AOL). Hundreds of staff layoffs are believed to be imminent. AOL acquired Patch in 2009, soon after ex-Googler Tim Armstrong took over as CEO; Armstrong was also a co-founder of Patch. During a tough conference call last Thursday Armstrong told Patch editors: 'Something at Patch has been missing for some time and that's leadership – leadership with a capital L'. Armstrong then demonstrated his grasp of Donald Trump's management style by firing an employee during the meeting for taking a picture. At 1:18 of the NY Post's sound clip from Jim Romensko: 'Leaking information Patch isn't going to bother me. I'm not changing direction'. At 2:00: 'Abel [Creative Director Lenz], put that camera down. Abel, you're fired. Out.' Armstrong later explained that 'The reason I fired Abel is I don't want anyone taking pictures of this meeting' and that, much like a sports team, AOL couldn't afford to have people 'giving the game plan away'."

Bennett Haselton writes
"How did a $400-billion company ship millions of units of a phone with a calendar app that displays the wrong date, a texting app that can't reply to group texts, a screen capture function that doesn't work, and a phone app that won't let me use the keypad unless the speakerphone is on? The answer, perhaps, suggests deeper questions about why market forces fix certain problems but not others, and what to do about it."
Read on for the rest of Bennett's thoughts.

dcblogs writes "The founder of the UpTime Institute, Kenneth G. Brill, 69, died Tuesday, the institute's parent company announced. Brill, an electrical engineer by training, is credited with playing an enormous role in shaping the modern data center industry. 'He singled-handedly crafted an industry out of nothing,' said Mike Manos, the chief technology officer at AOL, who had known Brill since the late 1990s. Until Brill's efforts, enterprises had been defining and measuring data centers in their own way, said Manos. 'There was no commonality.' Today, 'you can't go anywhere in the world without people talking about tier 1, tier 2, tier 3 data centers — it's that fundamental,' he said. In 2011, following Amazon's prolong outage, Brill warned that the perceived reliability of large cloud providers was going to lead to problems. 'There will always be an advocate for how it can be done cheaper, [but] if you haven't had a failure for five years — who is the advocate for reliability?' said Brill. 'My prediction is that in the years ahead, we will see more failures than we have been seeing, because people have forgotten what we had to do to get to where we are.'"